Quality Management - Lecture 6

Abhinaya Shankar
Service Quality - Elements of Customer Service
1. Organization
● Identify each market segment
● Write down the requirements
● Communicate the requirements
● Organize processes
● Organize physical spaces
Service Quality - Elements of Customer Service
2. Customer Care
● Meet the customer’s expectations
● Get the customer’s point of view
● Deliver what is promised
● Make the customer feel valued
● Respond to all complaints
● Over-respond to the customer
● Provide a clean and comfortable customer reception area.
Service Quality - Elements of Customer Service
3. Communication
● Meet the customer’s expectations
● Optimize the trade-off between time and personal attention
● Minimize the number of contact points
● Provide pleasant, knowledgable and enthusiastic employees
● Write documents in customer-friendly language
Service Quality - Elements of Customer Service
4. Front-line people
● Hire people who like people
● Challenge them to develop better methods
● Give them the authority to solve problems
● Serve them as internal customers
● Be sure they are adequately trained
● Recognize and reward performance
Service Quality - Elements of Customer Service
5. Leadership
● Lead by example
● Listen to the front-line people
● Strive for continuous process improvement
Module 2
Quality Planning and Control
Topics Covered
● Quality Planning
● SMART Goal Setting
● Designing for Inspection

Textbook:

Dale H. Besterfield et al., Total Quality Management, 3rd revised edition, Pearson India.

Reading:

Chapters 4 and 5
Input/Output Process Model
Quality Planning and Control
Various definitions of Quality
❏ The transcendent approach views quality as synonymous with innate
excellence.
❏ The manufacturing-based approach assumes quality is all about making or
providing error-free products or services.
❏ The user-based approach assumes quality is all about providing products or
services that are fit for their purpose.
❏ The product-based approach views quality as a precise and measurable set of
characteristics.
❏ The value-based approach defines quality in terms of ‘value’.
High quality puts cost down and revenue up
Perceived Quality = gap between customers’ expectations and their
perceptions of the product or service.
The perception-exception gap
Attributes and variable measures of quality
Quality Flow Diagram
SMART GOAL
SETTING
S = Smart
● Address the 5 W’s - Who, What, When, Where, Why.
● Make sure what needs to be done within a timeframe of
completion.
● Use action verbs like create, design, develop, implement, produce.
Eg : Resolve accounting discrepancies in 48 hours.
M = Measurable
● Include numeric or descriptive measures that define quality,
quantity, cost, etc.
● Focus on observable actions, cycle time, efficiency, flexibility to
measure outcomes, not activity.
● Use action verbs like create, design, develop, implement, produce.
Eg : Secure pledges from 10 donors by the end of the week.
A = Achievable
● Should be within the employees’ control and influence.
● Could be a “stretch” but feasible.
● Consider authority or control, influence, resources, work
environment to support the goal.
Eg : Obtain the XYZ certification in 2 years.
A = Achievable
● Should be within the employees’ control and influence.
● Could be a “stretch” but feasible.
● Consider authority or control, influence, resources, work
environment to support the goal.
Eg : Obtain the XYZ certification in 2 years.
R = Relevant
● Instrumental to the mission of the department.
● Develop goals that relate to the employee’s key accountabilities or
link with the departmental goals that align with the institutional
agenda.
Eg : Develop and implement a diversity recruitment plan that increases
diversity candidates by 10%.
T = Time-bound
● Identify a target date for completion/frequencies for specific action
steps.
● Incorporate specific dates, calendar milestones, timeframes that
are relative to the achievement of another result.
Eg : Check fire alarms and emergency lighting in all buildings every six
months.
Class Exercise:
Form groups of 2-3 and write 2
examples each for Specific,
Measurable, Achievable, Relevant, and
Time-bound goals.
 1. Planning
The Juran Trilogy 2. Control
Process improvement requires
planning. The Juran trilogy is based on 3. Improvement
financial processes like budgeting,
expense measurement and cost
reduction
1. Planning
1) Begin with external customers.
2) Determine customer needs.
3) Translate needs to requirements.
4) Develop products/services to respond to those needs, meet the
needs of organizations and suppliers, are competitive, and
optimize costs for all stakeholders.
5) Develop processes to be able to produce the product or services.
6) Transfer plans to operations.
2. Control

1) Determine items/subjects to be controlled and their units

of measure.
2) Set goals for the controls and determine what sensors
need to be put in place to measure the product, process, or
service.
3) Measure actual performance.
4) Compare actual performance to goals.
5) Act on the difference.
3. Improvement

1) Identify the improvement projects and establish the project

teams with a project owner.
2) Provide the teams with the resources to determine the
causes.
3) Create solutions.
4) Establish controls to hold the gains
4 Improvement Strategies

1) Repair
2) Refinement
3) Renovation
4) Reinvention